slides from a joe gerstandt presentation at the National Safety Council Nebraska annual conference on building an inclusive organizational culture

1. Building an Inclusive
Culture
@joegerstandt

2. joe.gerstandt@gmail.com
linkedin.com/in/joegerstandt
facebook.com/joegerstandt
youtube.com/joegerstandt
twitter.com/joegerstandt
slideshare.net/joeg
402.740.7081

3. @joegerstandt
Hospital Corporation of America
Principal Financial
Experian Financial
Sletten Construction
Centric Consulting
ConAgra Foods
Target
Cox Communications
Navigant Consulting
Veridian Credit Union
Bankers Trust
Walmart
Alegent Health
Federal Aviation Administration
Progressive Insurance
Citizens Electric

4. 1. language & logic
2. employment practices
3. orientation toward difference
4. decision making
5. relational networks
6. balanced outcomes
7. access
8. evidence based approach to
human behavior and bias

5. simple self assessment
• assess your organization on 8 characteristics
• red = bad
• yellow = fair
• green = good
• start thinking about a move forward plan

6. 1. language & logic
2. employment practices
3. orientation toward difference
4. decision making
5. relational networks
6. balanced outcomes
7. access
8. evidence based approach to human
behavior and bias

7. What looks like
resistance is
often a lack of
clarity.
Switch, Dan and Chip Heath

8. diversity…

9. difference
diversity…

10. di·ver·si·ty
[dih-vur-si-tee]
noun, plural –ties
1.the state or fact of being
diverse; difference;
unlikeness.
2.variety; multiformity.
3.a point of difference.

11. difference
relational
diversity…

13. difference
relational
takes
many forms
diversity…

15. difference
relational
takes
many forms
disruptive
diversity…

16. ↑diversity =
↑variance in
performance
groups with more diversity
perform better or worse than
groups with less diversity

17. inclusion:
The actions that we
take to include
additional difference
in a process or group.

18. inclusion:
“…being at home…”
“…belonging…”
“…able to bring my whole self to work…”
“…feeling that my unique contribution
was valued…”
“…my perspective is always
considered…”
“…I have a say in what happens…”

19. low
belongingness
high
belongingness
low value in
uniqueness
high value in
uniqueness

20. low
belongingness
high
belongingness
low value in
uniqueness
exclusion:
Individual is not treated
as an organizational
insider with unique
value in the work group
but there are other
employees or groups
who are insiders.
high value in
uniqueness

21. low
belongingness
high
belongingness
low value in
uniqueness
exclusion:
Individual is not treated
as an organizational
insider with unique
value in the work group
but there are other
employees or groups
who are insiders.
assimilation:
Individual is treated as
an insider in the work
group when they conform
to org. / dominant culture
norms and downplay
uniqueness.
high value in
uniqueness

22. low
belongingness
high
belongingness
low value in
uniqueness
exclusion:
Individual is not treated
as an organizational
insider with unique
value in the work group
but there are other
employees or groups
who are insiders.
assimilation:
Individual is treated as
an insider in the work
group when they conform
to org. / dominant culture
norms and downplay
uniqueness.
high value in
uniqueness
differentiation:
Individual is not treated
as an organizational
insider in the work
group but their unique
characteristics are seen
as valuable and required
for group / organization
success.

23. low
belongingness
high
belongingness
low value in
uniqueness
exclusion:
Individual is not treated
as an organizational
insider with unique
value in the work group
but there are other
employees or groups
who are insiders.
assimilation:
Individual is treated as
an insider in the work
group when they conform
to org. / dominant culture
norms and downplay
uniqueness.
high value in
uniqueness
differentiation:
Individual is not treated
as an organizational
insider in the work
group but their unique
characteristics are seen
as valuable and required
for group / organization
success.
inclusion:
Individual is treated as
an insider and also
allowed/encouraged to
retain uniqueness within
the work group.

24. low
belongingness
high
belongingness
low value in
uniqueness
exclusion:
Individual is not treated
as an organizational
insider with unique
value in the work group
but there are other
employees or groups
who are insiders.
assimilation:
Individual is treated as
an insider in the work
group when they conform
to org. / dominant culture
norms and downplay
uniqueness.
high value in
uniqueness
differentiation:
Individual is not treated
as an organizational
insider in the work
group but their unique
characteristics are seen
as valuable and required
for group / organization
success.
inclusion:
Individual is treated as
an insider and also
allowed/encouraged to
retain uniqueness within
the work group.

25. language & logic
1.Common language.
2.Clear and concise.
3.Consistently known.
(what, why & how)
4.Business case.

26. 1. language & logic
2. employment practices
3. orientation toward difference
4. decision making
5. relational networks
6. balanced outcomes
7. access
8. evidence based approach to human
behavior and bias

27. employment practices
1.Perceived fairness.
2.Perceived consistency.
3.Explicit, clear, concise.
4.Malleable.

28. 1. language & logic
2. employment practices
3. orientation toward difference
4. decision making
5. relational networks
6. balanced outcomes
7. access
8. evidence based approach to human
behavior and bias

29. orientation towards difference
Is difference viewed
(formally and
informally) as a
positive thing?

30. 1. language & logic
2. employment practices
3. orientation toward difference
4. decision making
5. relational networks
6. balanced outcomes
7. access
8. evidence based approach to human
behavior and bias

31. Group vs. Individual Decision Making
groups individuals
accuracy
speed
creativity
degree of
acceptance
efficiency

32. Group vs. Individual Decision Making
groups individuals
accuracy x
speed x
creativity x
degree of
acceptance
x
efficiency x

33. Group vs. Individual Decision Making
groups individuals
accuracy x
speed x
creativity x
degree of
acceptance
x
efficiency x

34. Groups often fail to
outperform individuals
because they prematurely
move to consensus, with
dissenting opinions being
suppressed or dismissed.
-Hackman, Morris (1975) Advances in Experimental
Social Psychology

35. We simply decide
without thinking
much about the
decision process.
-Jim Nightingale

36. decision making
1.Prioritize diversity of input.
2.Explicit agreements.
3.Support & training.
4.Conflict management
integral to leadership /
management model.

37. 1. language & logic
2. employment practices
3. orientation toward difference
4. decision making
5. relational networks
6. balanced outcomes
7. access
8. evidence based approach to human
behavior and bias

43. consider a ten person team
1
2
4 5
9
3
876
10

44. 1
9
7
6
5
2
3 8410

45. Outcome disparities often
linked to social disparities.

46. homophily: the tendency of
individuals to associate and bond with
similar others. The presence of
homophily has been discovered in a
vast array of network studies. More
than 100 studies have observed
homophily in some form or another
and establish that similarity breeds
connection. These include age,
gender, class, and organizational role.

47. social network analysis
From time to time people
discuss important matters with
other people. Looking back over
the past six months, who are the
people with whom you
discussed matters important to
you?

48. social network analysis
Consider the people you
communicate with in order to get
your work done. Of all the
people you have communicated
with during the last six months,
who has been the most
important for getting your work
done?

49. social network analysis
Consider an important project or
initiative that you are involved in.
Consider the people who would
be influential for getting it
approved or obtaining the
resources you need. Who would
you talk to, to get the support
you need?

50. social network analysis
Who do you socialize with?
(spending time with people after
work hours, visiting one another
at home, going to social events,
out for meals and so on) Over
the last 6 months, who are the
main people with whom you
have socialized informally?

51. analysis
• group
• proximity
• expertise
• hierarchy
• gender
• age
• race
• ethnicity

52. analysis
• group
• proximity
• expertise
• hierarchy
• gender
• age
• race
• ethnicity
What do you have?
What do you have a
lot of?
What do you not
have?
What do you need to
do differently?

54. relational networks
1.Value relationships and
relationship building.
2.Bridge building.
3.Big, far-reaching networks.
4.Diverse networks.

55. 1. language & logic
2. employment practices
3. orientation toward difference
4. decision making
5. relational networks
6. balanced outcomes
7. access
8. evidence based approach to human
behavior and bias

56. employment outcomes
1.Balanced.
2.Reflective.

57. 1. language & logic
2. employment practices
3. orientation toward difference
4. decision making
5. relational networks
6. balanced outcomes
7. access
8. evidence based approach to human
behavior and bias

58. access
Do employees (regardless of
who they are) have access to:
1.Information.
2.Influence.
3.Change.

59. 1. language & logic
2. employment practices
3. orientation toward difference
4. decision making
5. relational networks
6. balanced outcomes
7. access
8. evidence based approach to
human behavior and bias

60. When Performance Trumps
Gender Bias: Joint versus
Separate Evaluation
Iris Bohnet
Alexandra van Geen
Max H. Bazerman
Harvard Business School
Working Paper 12-083 | March, 2012

61. human intelligence
1.Accurate understanding of
human nature.
2.Efforts to mitigate bias.
3.Variance in employee
experience.
4.Authenticity.

63. www.joegerstandt.com
joe.gerstandt@gmail.com
www.twitter.com/joegerstandt
www.linkedin.com/in/joegerstandt
www.facebook.com/joegerstandt
402.740.7081